How to Deal With a Crisis at Uber

At Uber, it had become a bit of a competitive sport to give feedback in a way that really felt brutal to people. So they hadn't used positive reinforcement very much. And I know as an academic that sincere and specific positive reinforcement is far more powerful than constructive advice. They thought their job was to just keep giving piercing constructive advice. That was making people satisfaction go down. People were scared. They stopped trying to innovate because they didn't want to get in trouble. In retrospect the company would have layered on education as they grew - rather than having to come in and do it after the crisis.